shut down. Release four was intended to see all PSK customer and account data migrated to the Alnova system and the corresponding PSK systems shut down. It was also decided during the implementation that Alnova would be rolled out to the Austrian Postal Service. This was expected to bring an additional 6000 users across Austria, and to be actioned under release four. Following the second release, the bank said the application was working as expected and that it was impressed by the level of service delivered by Accenture and Alnova, which stayed ‘fully committed from the beginning to end and drove a successful IT transformation programme through a tough journey’. As a result of the ‘very ambitious’ implementation, the initial schedule had to be modified. Mostly this was due to the ‘Austrification’ of the system, requiring a large number of changes. The bank admitted to asking for too many additional scope requirements. This, it said, was not helped by too many organisational and process changes being implemented at the same time. Asked if the system represented value for money, the


bank offered an unequivocal ‘yes’. It added that Bawag PSK would certainly choose to work with Accenture again, as it ‘proved to be the expert for delivery of large IT transformation projects’. Despite all this positive feedback, when Bawag chose a system for its expanding central and eastern European operations in mid-2005, it opted instead for I-flex’s Flexcube. A spokesperson for the bank, Georgia Schütz-Spörl, explained the decision. A lot of effort was being put into customising Alnova for the Austrian market and it was felt that it would have taken a lot of effort to adapt the system for the different local markets in eastern and central Europe. The tight timescales for both projects was also a factor, she said. The win at state-owned PKO BP, the largest bank in Poland, came in the form of a $114 million contract. Domestic IT company, Softbank, was involved in the project. Softbank managed the bank’s existing IT platform and was recruited to head the branch roll-out of the Alnova system, with Alnova managing the central implementation. Again, it was a long project. It started in October 2003 but apparently the first phases finally went live in early 2007. In Autumn 2002, after a 15 month deliberation, Bank of


Ireland UK Financial Services (BoI UK) signed for Alnova to replace a 30 year-old in-house system. Although its interests operated as one business unit, the largest in the Bank of Ireland group, the division included Bank of Ireland Great Britain, Bristol & West, Bank of Ireland Northern Ireland and Chase de Vere Investments. BoI UK also operated a joint venture with the UK Post Office for the sale of a range of financial services through 16,000 Post Office branches. The bank’s Dublin-based Republic of Ireland operation was not part of this Alnova deal, preferring to run with an upgraded version of an in-house system, at least for the time being. For the UK though, almost one million customers, 64 branches and 1800 system users were part of the plan to cut over to Alnova.


With issues such as changing regulatory compliance, and


the euro, the bank decided to adopt a buy rather than build strategy. It rejected conversion of its legacy system as too expensive. BoI UK produced a shortlist of four, from which it looked seriously at three. The bank confirmed Alnova as its


system of choice, also signing an application maintenance agreement to be delivered by Dublin-based Accenture staff. The housing of the system was outsourced to Hewlett-Packard to reside on a mainframe in Dublin.


Implementation of Alnova, the first such project in the UK, was divided into three parts. Project and change management was dealt with by Accenture and BoI UK. Coding changes were assigned to Alnova, while many of the integration aspects - interfaces to money transfer systems, cheque printing software and so on - were shared between outsource offices in Dublin and India; the conversion work employed up to 250 people at one point, according to BoI UK. Two phases of implementation were agreed on. Work


started in January 2003, with the first deliverable, the basic infrastructure and architecture, signed off in late 2003. The first half of all functionality was completed in September 2004, the remainder delivered in October 2004. The final conversion was scheduled to take place around May 2005. By early 2005, everything had been on time and on


budget, the bank opting for ‘short, sharp deliverables’, said the bank’s UK director of information systems, Peter Stafford. At this stage, he confirmed that everything had gone in on schedule. The product’s scalability was tested when, part way through the implementation, the bank tendered for and won the contract to administer the savings and loans products of the Irish Post Office Financial Services sector. This deal was signed in Autumn 2003. Integration of channels was ‘almost better than expected’,


said Stafford. And, after the second phase, the bank had managed to bring to market a number of new products in ‘a quarter of the time it would have previously taken’. It also claimed back office processing costs and times were reduced, with redeployment of some staff. Although some problems were experienced along the way, Stafford was keen to point out there were ‘no real show-stoppers.’ Ultimately BoI UK said Alnova put it ‘in a better position to face the market’. Bank of Ireland is interested in the Software as a Service


(SaaS) offering recently launched by Capgemini and Temenos. This is branded as Capgemini’s Banking Platform and is underpinned by Temenos’ T24 core banking system. Connecticut-based


Liberty Bank looked towards


implementing Accenture’s Mortgage Cadence Enterprise Lending Centre to ‘simplify’ its processesas the bank searched for an all-in-one solution to its borrowing and mortgage processes. The implementation began in June 2015 and, according to Hylinski, the new solution has already shown signs of improving Liberty Bank’s functionality. The platform will join Liberty Bank’s core retail system, PhoenixEFE, provided by North American software firm D+H (Phoenix stems from US-based Harland Financial Solutions, acquired by D+H in 2013). In September 2016, Accenture won a multi-year contract


with UniCredit Business Integrated Solutions to implement a Payments-Platform-as-a-Service (PPaaS) solution. solution is


The built on D+H Corporation’s global payments


services hub software and will process SEPA and international payments, and will adapt to new regulations and industry updates. Accenture secured the contract after going through a competitive bid process.


Universal Banking Systems Market Report | www.ibsintelligence.com 21


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